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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
Peter Drucker
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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Persons
Person
Good
Think
Thinking
Perform
People
Usually
Strength
Wrong
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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There is a point of complexity beyond which a business is no longer manageable.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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Institutions mistake good intentions for objectives. They say health care that's an intention, not an objective.
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The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
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When a resource is scarce, you increase its yield.
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